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The Art and
Science
of Changing
People’s
Behaviour
A Brief How-to Guide by
The Sound
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
2
“We’re not thinking machines that feel,
we’re feeling machines that think.”
- Antonio Damasio
Neuroscientist at the University of Southern California,
Head of the Brain and Creativity Institute
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
Marke&ng	is	many	things.		
It	is	discovering	what	uniquely	emo&onal	space	an	an&histamine	can	occupy	in	
someone’s	heart.	It	is	an&cipa&ng	which	micro-trend	currently	popular	among	
tacoterians	is	going	to	disrupt	the	condiment	market	in	2020.	It’s	even	
understanding	how	the	&me	and	distance	of	someone's	daily	commute	relates	
to	the	likelihood	of	them	switching	deodorant	brands.		
But	more	than	anything,	marke&ng	is	about	influencing	people’s	behaviour.	
Ideally,	to	the	point	that	they	change	their	behaviour.	
So	understanding	the	rela&onship	between	the	two,	marke&ng	and	behaviour,	
is	crucial,	don’t	you	think?	At	The	Sound,	we’ve	spent	thousands	of	hours	
watching,	listening,	and	talking	to	people	to	gain	insight	into	the	nature	of	this	
rela&onship.	And	what	we’ve	learned	from	our	endless	trips	down	this	rabbit	
hole	is	that	geIng	people	to	change	their	behaviour	is	difficult.		
It’s	difficult	because	what	a	marketer	cares	about	is	not	what	a	normal	person	
cares	about.	Normal	people	don’t	think	about	your	brand	that	much.	Or	at	all.	
Or	ever.	Save	for	that	split	second	before	they	make	a	purchase.	Sorry.		
Don’t do this.
Marketing is the art of change
3
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
4
Another	key	reason	as	to	why	it	is	so	difficult	to	change	people’s	behaviour	is	
because	people	do	not	always	know	why	they	do	what	they	do.	But	when	asked,	
they’re	happy	to	tell	us	anyway.	Even	if	what	they	say	contradicts	what	they	do,	
which	happens	rou&nely.		
Taking	what	people	say	too	literally	has	resulted	in	some	truly	awful	common	sense	
marke&ng;	the	kind	that	makes	ra&onal	and	persuasive	sense	–	but	doesn’t	actually	
influence	behaviour	at	all.		
Have	you	been	lied	to	by	‘purchase	intent’	data?	Perhaps	you	had	a	persuasive	ad	
that	sailed	through	pre-tes&ng	but	uSerly	failed	to	drive	sales?	IPA	data	shows	
quan&ta&vely	pre-tested	ads	don’t	perform	any	beSer	on	the	metrics	that	maSer	–	
like	sales	and	profitability.		
We’ve	all	been	there.	Numbers	some&mes	lie	and	humans	are	complicated.	
But	no	ma1er	how	beguiling,	confounding	or	perplexing	it	is,	the	ques;on	
remains:	What	can	we	do	as	researchers	to	be1er	understand	behaviour?
“I think” doesn’t mean what you think it means
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
5
Behavioural science kind of looks like
this when you close your eyes and
imagine it. Go ahead and try…
See?
It’s like a weird 4-dimensional cube
from the 1970s.
Amongst	the	marketer’s	toolbox	are	many	different	types	of	tools.	Some	
are	simple	like	a	hammer,	others	are	more	complex,	like	a	proton	injector.	
Somewhere	in	between	is	the	discipline	of	behavioural	science.		
Most	of	us	are	familiar	with	the	role	our	subconscious	plays	in	decision	
making	–	and	understanding	behavioural	science	can	help	you	hone	in	on	
the	mechanics	of	why	someone	chooses	to	do	the	things	they	do.	
There	is	a	reason	why	the	best	adver&sing	doesn’t	need	to	talk	about	
product	benefits.	There’s	a	reason	why	we	‘forget’	bad	news	related	to	the	
brands	we	like.	And	there’s	a	reason	why	we	can	make	complicated	
decisions	in	a	maSer	of	microseconds.		
A	beSer	understanding	of	behavioural	science	can	help	us	understand	
those	reasons.	
Get familiar with behavioural science
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
Ambiguity	Effect
IKEA	effect	
Loss	Aversion Optimism	Bias
Curse	of	Knowledge
Belief	Bias
Declinism
The	tendency	to	be	over-optimistic,	
overestimating	favorable	and	pleasing	
outcomes.
The	disutility	of	giving	up	an	object	is	
greater	than	the	utility	associated	with	
acquiring	it.
The	tendency	to	avoid	options	for	
which	missing	information	makes	
the	probability	seem	"unknown".
The	tendency	for	people	to	place	a	
disproportionately	high	value	on	objects	
that	they	partially	assembled	themselves,	
such	as	furniture	from	IKEA,	regardless	of	
the	quality	of	the	end	result.	
When	better-informed	people	Dind	it	
extremely	difDicult	to	think	about	
problems	from	the	perspective	of	
lesser-informed	people
The	belief	that	a	society	or	institution	
is	tending	towards	decline.	Particularly,	
it	is	the	predisposition	to	view	the	past	
favourably	and	future	negatively.
An	effect	where	someone's	evaluation	
of	the	logical	strength	of	an	argument	is	
biased	by	the	believability	of	the	
conclusion.
Availability	Cascade
A	self-reinforcing	process	in	which	a	
collective	belief	gains	more	and	more	
plausibility	through	its	increasing	
repetition	in	public	discourse
Frequency	Illusion
The	illusion	in	which	a	word,	a	name,	
or	other	thing	that	has	recently	come	to	
one's	attention	suddenly	seems	to	
appear	with	improbable	frequency	
shortly	afterwards
Not	Invented	Here
Aversion	to	contact	with	or	use	of	
products,	research,	standards,	or	
knowledge	developed	outside	a	group.	
Pessimism	Bias
The	tendency	for	some	people,	especially	
those	suffering	from	depression,	to	
overestimate	the	likelihood	of	negative	
things	happening	to	them.
But never mind all that.
Behavioural science has identified over
170 cognitive biases that influence our
decision-making. Here are 11 of them.
6
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
Go for the gut.
The central principle to this seemingly
complex discipline is actually quite simple
7
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
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Gut	feelings	are	heuris&c	shortcuts;	paSerns	of	intui&ve	intelligence	derived	from	the	en&rety	of	
one’s	learned	experience.	They	override	thoughts	to	help	us	make	really	complicated	decisions,	
really	quickly,	all	the	&me.	But	how	do	you	know	when	a	decision	comes	from	the	gut	or	the	
brain?	Here’s	three	ques&ons	that	can	help	you	understand	the	nature	of	of	any	given	decision:
What is a gut feeling?
A Is the decision a habit?
Did the person simplify the decision?
Is context influencing the decision?
B
C
Deciding to eat a Frank & Cheese
burger will give you the wrong kind of
gut feeling.
If	the	answers	are:	A.	No	B.	No	and		C.	No	…	congratula&ons!*	You’ve	iden&fied	an	
instance	of	purely	ra&onal	behaviour	and	logic-based	decision	making.	There’s	no	
need	for	behavioural	science	here.	Feel	free	to	take	a	short	break	before	reading	on.		
But	if	the	answers	to	any	of	the	ques&ons	suggest	that	they	are	using	their	gut	
rather	than	their	brain,	no	break	for	you.
*Although you might want to double check your answers. Unless you’re researching cartography or how people solve maths problems there’s likely something you’ve overlooked.
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
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“Habits emerge because the brain is
constantly looking for ways to save effort.”
- Charles Duhigg
Author of The Power of Habit:
Why We Do What We Do in Life and Business
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
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We	all	have	habits.	Some	good,	some	bad.	Some	weird,	some	normal.	
Some	are	even	weird	and	normal,	like	mouthing	Wed-nes-day	phone&cally	
to	help	you	spell	it	out.	(It’s	ok,	we	all	do	it.)	
Habits	are	efficient.	They	mean	we	can	do	complicated	things,	like	driving	
a	4,000	lb	vehicle	for	hours	on	end,	and	simple	things,	like	buying	a	box	of	
cereal,	all	without	having	to	actually	think	about	what	we’re	doing.	
Ul&mately,	this	mental	efficiency	allows	us	to	breeze	through	the	35,000	
or	so	decisions	it	takes	to	get	through	an	average	day	without	breaking	
down	from	mental	exhaus&on.	Because	they	aren’t	decisions	at	all,	but	
forms	of	automa&c	behaviour.	And	as	any	nail-biter,	room-pacer	or	
smartphone-flicker	can	aSest,	it	takes	far	more	energy	to	not	do	them	
than	it	does	to	keep	coas&ng	on	auto-pilot.		
So,	most	of	our	behaviour	is	automa&c.	Which	means	conscious	thought	
doesn’t	have	a	role	to	play	in	the	majority	of	our	decisions.	This	is	great	
for	brands	if	they	are	already	a	part	of	an	exis&ng	habit,	but	a	real	
challenge	if	they	aren’t.				
This is the habit fairy.
He lives inside your brain.
What is a habit?A
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
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By	understanding	how	habits	work	we	can	design	more	intui&ve	products	
and	crag	smarter	marke&ng	that	has	a	beSer	chance	changing	people’s	
behaviour.		
Charles	Duhigg’s	habit	loop	provides	a	framework	that	lets	us	look	under	the	
hood	of	these	decisions	to	understand	what	it	is	that	makes	people	do	what	
they	do.			
The	habit	loop	consists	of	three	parts:	
Cue:	No	cue,	no	behaviour.	All	habits	are	triggered	by	something	-	it	can	be	a	
thought,	feeling,	image	or	even	a	&me	of	day.	But	all	habits	begin	
somewhere.	That	somewhere	is	the	cue.		
Rou;ne:	This	is	the	behaviour	itself,	making	this	quicker,	simpler	or	more	fun	
helps	it	to	become	s&cky.		
Reward:	The	reward	tells	us	that	the	behaviour	was	a	good	one	we	should	
remember,	and	over	&me	‘locks	in’	the	habit.	You	know	it’s	a	habit	when	the	
cue	immediately	creates	an&cipa&on	for	the	reward.	
Cue
Routine
Reward
1. Charles Duhigg,The Power of Habit, 2013
1
The habit loop
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
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We’ve	personally	witnessed	the	importance	of	the	the	habit	loop	when	we	
work	with	clients	who	want	to	create	a	specific	new	behaviour	amongst	their	
target	customers.	They	will	ogen	find	that	people	like	their	brand	and	believe	in	
it,	but	that	this	affec&on	and	belief	isn’t	transla&ng	into	posi&ve	behaviours.	
Which	is	frustra4ng.	
Habits	are	by	nature	repe&&ve,	so	we	believe	the	best	way	to	study	them	is	
through	diary	tasks	–	which	help	us	iden&fy	what	triggers	a	behaviour	and	how	
it	makes	people	feel.	We	then	use	this	as	a	basis	for	discussion,	to	understand	
how	each	stage	of	the	habit	works.			
This	allows	us	to	pinpoint	which	part	of	the	habit	needs	to	be	addressed.	We	
might	iden&fy	that	people	don’t	even	think	of	using	a	given	product,	which	is	a	
cue	issue,	or	it	didn’t	live	up	to	expecta&ons,	which	would	be	reward	problem.	
We	used	this	model	to	help	one	client	re-orient	their	communica&ons.	Whilst	
they	had	been	hammering	home	the	incredible	performance	of	their	product	–	
we	discovered	that	they	inadvertently	created	a	cue	for	use	only	in	extreme	
situa&ons.	Oops!	This	meant	that	their	customers	didn’t	even	think	of	using	the	
product	except	as	a	last	resort	…which	wasn’t	very	ogen.		
Using the habit loop
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
Febreeze	redesigned	their	boSle	from	
something	plain	and	cupboard-bound,	
into	something	aSrac&ve	and	counter-
worthy,	taking	it	from	being	largely	
ignored	to	something	that	was	always	
present	as	a	visible	cue.	
Toyota’s	glass	of	water	app	challenged	
drivers	to	drive	smoothly	and	avoid	
abrupt	accelera&on	–	this	increased	
awareness	of	fuel-efficiency	and	reduced	
petrol	consump&on	by	up	to	10%	for	
users.	Gamifica&on	like	this	is	a	common	
way	to	create	a	new	reward	for	a	desired	
behaviour.	
Starbucks	knows	how	deeply	their	
customers	both	cherish	and	rely	on	their	
morning	coffee	rou&ne,	so	they	made	
the	process	easier	and	s&ckier	by	
introducing	the	Starbucks	app,	which	
allows	customers	to	pre-purchase	that	
crucial	first	cup	of	joe	and	go	straight	to	
the	pick-up	line.		
Cue Routine Reward
A few of our favourite habit-y products
13
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
What	is	it	that	prompts	people	to	use	
your	product?	
How	intui&vely	is	your	brand	/	product	
associated	with	the	problem	it	solves?	
Is	there	an	obvious	moment	people	
should	use	your	product?	
How	does	the	habit	make	people	feel?		
		
Is	the	reward	instant	or	delayed?	
How	do	you	communicate	the	reward?	
How	easy,	fun	or	quick	is	the	behaviour?			
Can	the	behaviour	be	streamlined?	
Is	the	behaviour	intui&vely	learned?
Cue Routine Reward
What do habits mean for you?
First	of	all	-	acknowledge	that	you’re	dealing	with	a	habit	rather	than	a	ra&onal	
choice.	It’s	hard	to	persuade	people	out	of	a	habit,	it’s	far	beSer	to	make	the	habit	
easier	and	s&ckier.	Here	are	some	ques&ons	to	help	you	on	your	way:
14
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
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“When faced with a difficult question,
we often answer an easier one instead.”
- Daniel Kahneman
Nobel Prize-winning psychologist and author of
Thinking, Fast and Slow
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
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We	guess&mate	that	people	spend	.05%	of	a	moment	considering	and	weighing	the	
benefits	of	99%	of	the	things	we	buy	everyday.	
Conversely,	marketers	spend	99%	of	our	&me	imagining	the	non-existent	conversa&ons	
people	are	having	in	their	minds	determining	if	10%	shinier	hair	is	beSer	than	15%	
stronger	strands.	
They	don’t	weigh	up	pros	and	cons	of	all	the	op&ons	available	before	making	a	
judgement	or	a	decision.	Instead	they	use	intui&on	and	emo&on	to	guide	them,	
subs;tu;ng	hard	ques;ons	that	require	concentra&on,	for	easier	ques;ons	that	don’t.		
Which	is	the	most	powerful	
cleaning	product?
Which	brand	feels	
the	most	macho?
Should	I	increase	my	daily	
fibre	consump&on?
How	‘regular’	am	I?
How	likely	am	I	to	be	squashed	
by	an	intergalac&c	meteor	strike?
How	do	we	blow	
up	a	meteor?
Keep it simpleB
This metaphorical representation of
the human mind lends a certain
academic credibility to this insight,
don’t you think?
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
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Our	infinite	cleverness	is	ogen	misdirected	
towards	wri&ng	smart	benefit	statements	
and	compelling	RTBs	instead	of	simply	
sor&ng	out	the	easy	ques&on	that	people	
want	answered.	
This	is	a	really	libera;ng	idea	once	you	dig	
into	it.	It	means	that	our	recommenda&ons	
aren’t	constrained	to	what	people	say	is	
important	but	to	what	they	genuinely	find	
important.	It	directs	our	ques&oning	and	
analysis	to	help	us	get	to	the	ogen	simple	
ques&ons	without	crea&ng	complicated	and	
unnecessary	hierarchies	of	decision	making.		
Ager	all,	no	one	has	the	&me	or	inclina&on	
to	think	like	that	anyways.	
Google	faced	concerns	about	the	
safety	of	their	self-driving	cars,	so	
instead	of	answering	‘how	safe	are	
these	cars?’	they	instead	answer	‘how	
friendly	do	the	cars	feel?’	by	designing	
them	to	look	as	cheerful	as	possible.			
Honda	wasn't	considered	a	premium	car	
manufacturer,	so	instead	of	persuading	
people	with	an	answer	to	‘how	credible	
is	Honda?’	they	created	the	now	famous	
“The	Cog”	advert	that	showed	an	Accord	
being	seamlessly	manufactured	by	a	
Rube	Goldberg	machine	to	answer	the	
ques&on	‘how	clever	is	Honda?’.
Better Marketing answers the easy questions
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
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“People are typically unaware of the
reasons why they are doing what they
are doing, but when asked for a reason,
they readily supply one.”
- Daniel Gilbert
Psychologist at Harvard University and author of
Handbook of Social Psychology
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
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Environment	–	Where	we	are	and	what’s	happening	around	
us	influences	how	we	feel	and	how	we	behave	in	the	moment.	
Social	–	We	are	social	creatures	at	heart	and	tend	to	copy	other	
people	–	some&mes	unconsciously.			
Choice	–	The	way	a	choice	is	presented	to	us	influences	our	
judgements.	In	some	markets	choice	overload	prevents	people	
from	making	a	choice	at	all,	or	choices	with	a	short-term	
benefits	outweigh	a	greater	long-term	benefit.	
Personal	–	How	we	feel	when	making	the	choice	influences	what	
we	will	do,	this	ogen	differs	from	how	people	feel	when	
conduc&ng	research.		
Recognising	the	importance	of	context	provides	lots	of	useful	angles	to	understand	behaviour	and	
inform	beSer	marke&ng.	Everything	we	sense	and	interact	with	can	influence	our	behaviour	and	
impact	our	decision-making.	So	too	can	the	other	people	around	us,	and	the	social	dynamics	at	play.	
Context mattersC
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
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The	Tube	
Some	London	Underground	sta&ons	play	
classical	music	to	discourage	an&social	
behaviour,	while	some	wine	shops	also	play	
classical	music	as	it	encourages	people	to	spend	
more.		
Headphones	
iPods	were	an	extremely	popular	product,	but	you	may	
not	have	no&ced	them	if	they	didn’t	include	their	
trademark	white	headphone	cables.	The	headphones	
served	as	an	immediately	recognizable	cue,	further	
fuelling	the	perceived	popularity	of	the	device.	
SocialEnvironment
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
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Coupons	
JC	Penney	was	known	for	having	great	discounts	vouchers	
that	made	people	feel	like	smart	and	savvy	shoppers.	In	2011,	
the	CEO	decided	to	replace	this	strategy	with	an	‘everyday	
low	prices’	approach.	Sales	plummeted.	They	had	removed	
the	very	thing	that	made	JC	Penney	a	fun	and	rewarding	
place	to	shop,	now	it	was	boring	and	cheap	rather	than	
exci&ng	and	cheap.	The	CEO	leg	soon	ager	and	the	voucher	
deals	were	reintroduced.			
Personal Choice
Scarcity	
Chicago’s	Doughnut	Vault	makes	some	amazing	donuts.	But	
they	don’t	make	that	many	of	them,	and	when	they	run	out	
they	close	up	shop	for	the	day.	This	‘scarcity	effect’	makes	
the	donuts	seem	even	more	special,	so	they	can	charge	
more,	sell	more	AND	go	home	early.	Framing	choice	with	
this	method	naturally	influences	our	percep&on	of	
something’s	worth.
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
Context: Pub
22
A
B
C
D
E
A
B
C
D E
Market	research	is	ogen	conducted	in	an	alien	
seIng	–	a	place	that	is	nothing	like	the	place	where	
people	make	their	decisions.	To	get	closer	to	the	
these	decisive	moments,	The	Sound	regularly	
conducts	in	situ	research	for	our	clients.	Some&mes*	
this	happens	in	a	pub.	
Does	nau&cal	bric-a-brac	provide	a	cue	to	drink	rum	
or	other	sailor-friendly	spirits?
What	mental	shortcuts	do	they	use	when	surveying	
their	choices?
How	are	they	feeling	in	this	exact	moment?
Who	is	this	guy	and	why	is	he	staring	at	us?	Seriously.
What	in	this	context	is	considered	socially	‘normal’?
*well,	more	than	some&mes	to	be	honest
FF Do	they	use	a	coaster,	and	if	not,	why?
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
23
Summary of key points
“I think” ≠ what people think Tap into the gut Keep it simple
Diary Tasks
Context	has	a	huge	impact	on	how	
we	feel	and	behave	in	the	moment.	
Context mattersThe Habit Loop
We	feel	first	and	think	second.	If	
we	can	get	the	gut	to	lead,	the	
brain	will	follow.		
95%	of	our	behaviours	are	habits	
and	they	all	follow	a	predictable	
structure.	
Let	people	tell	their	story	in	the	
moment	so	you	can	discover	their	
triggers.	
People	do	not	know	why	they	
do	stuff.	
Simplicity	leads	to	fun,	
quickness	and	s&ckiness.
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
24
It	starts	with	the	brief.	Be	really	clear	on	the	behaviour	you	want	to	influence	and	
understand	how	all	your	marke&ng	and	research	lines	up	behind	that	goal.		
The	brief	is	where	we	ogen	find	the	tensions	in	our	projects,	where	the	strategy	is	at	odds	
with	the	specific	behaviour	that	needs	to	change.		
We	work	with	you	to	plug	that	gap,	to	ensure	your	marke&ng	sets	out	to	accomplish	the	
behaviour	change	goals	it	is	supposed	to.		
Ask	be1er	ques;ons.	Use	the	models	in	this	presenta&on	to	create	beSer	project	
hypotheses	and	don’t	assume	anyone	will	be	able	to	tell	you	the	answer	–	many	&mes	
you	have	to	observe	or	infer	it.		
Answer	be1er	ques;ons.	We	know	that	people	don’t	make	ra&onal	judgements,	so	
instead	discover	how	they	make	non-ra&onal	judgements	and	design	for	those	instead.		
During	research	be	conscious	of	the	methodology	–	how	natural	is	the	seIng?	Look	
outside	of	the	‘respondent’	–	what	else	could	be	influencing	behaviour?			
Ok, so there’s lots of clever stuff –
now what do you do with it all?
THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR
25
“Genuine insight values every
understanding, so always
contemplate and listen loudly.”
- The Sound
Smart as f*ck and never boring
WWW.THESOUNDHQ.COM 26
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The Art and Science of Changing People's Behaviour

  • 1. The Art and Science of Changing People’s Behaviour A Brief How-to Guide by The Sound
  • 2. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 2 “We’re not thinking machines that feel, we’re feeling machines that think.” - Antonio Damasio Neuroscientist at the University of Southern California, Head of the Brain and Creativity Institute
  • 3. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR Marke&ng is many things. It is discovering what uniquely emo&onal space an an&histamine can occupy in someone’s heart. It is an&cipa&ng which micro-trend currently popular among tacoterians is going to disrupt the condiment market in 2020. It’s even understanding how the &me and distance of someone's daily commute relates to the likelihood of them switching deodorant brands. But more than anything, marke&ng is about influencing people’s behaviour. Ideally, to the point that they change their behaviour. So understanding the rela&onship between the two, marke&ng and behaviour, is crucial, don’t you think? At The Sound, we’ve spent thousands of hours watching, listening, and talking to people to gain insight into the nature of this rela&onship. And what we’ve learned from our endless trips down this rabbit hole is that geIng people to change their behaviour is difficult. It’s difficult because what a marketer cares about is not what a normal person cares about. Normal people don’t think about your brand that much. Or at all. Or ever. Save for that split second before they make a purchase. Sorry. Don’t do this. Marketing is the art of change 3
  • 4. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 4 Another key reason as to why it is so difficult to change people’s behaviour is because people do not always know why they do what they do. But when asked, they’re happy to tell us anyway. Even if what they say contradicts what they do, which happens rou&nely. Taking what people say too literally has resulted in some truly awful common sense marke&ng; the kind that makes ra&onal and persuasive sense – but doesn’t actually influence behaviour at all. Have you been lied to by ‘purchase intent’ data? Perhaps you had a persuasive ad that sailed through pre-tes&ng but uSerly failed to drive sales? IPA data shows quan&ta&vely pre-tested ads don’t perform any beSer on the metrics that maSer – like sales and profitability. We’ve all been there. Numbers some&mes lie and humans are complicated. But no ma1er how beguiling, confounding or perplexing it is, the ques;on remains: What can we do as researchers to be1er understand behaviour? “I think” doesn’t mean what you think it means
  • 5. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 5 Behavioural science kind of looks like this when you close your eyes and imagine it. Go ahead and try… See? It’s like a weird 4-dimensional cube from the 1970s. Amongst the marketer’s toolbox are many different types of tools. Some are simple like a hammer, others are more complex, like a proton injector. Somewhere in between is the discipline of behavioural science. Most of us are familiar with the role our subconscious plays in decision making – and understanding behavioural science can help you hone in on the mechanics of why someone chooses to do the things they do. There is a reason why the best adver&sing doesn’t need to talk about product benefits. There’s a reason why we ‘forget’ bad news related to the brands we like. And there’s a reason why we can make complicated decisions in a maSer of microseconds. A beSer understanding of behavioural science can help us understand those reasons. Get familiar with behavioural science
  • 6. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR Ambiguity Effect IKEA effect Loss Aversion Optimism Bias Curse of Knowledge Belief Bias Declinism The tendency to be over-optimistic, overestimating favorable and pleasing outcomes. The disutility of giving up an object is greater than the utility associated with acquiring it. The tendency to avoid options for which missing information makes the probability seem "unknown". The tendency for people to place a disproportionately high value on objects that they partially assembled themselves, such as furniture from IKEA, regardless of the quality of the end result. When better-informed people Dind it extremely difDicult to think about problems from the perspective of lesser-informed people The belief that a society or institution is tending towards decline. Particularly, it is the predisposition to view the past favourably and future negatively. An effect where someone's evaluation of the logical strength of an argument is biased by the believability of the conclusion. Availability Cascade A self-reinforcing process in which a collective belief gains more and more plausibility through its increasing repetition in public discourse Frequency Illusion The illusion in which a word, a name, or other thing that has recently come to one's attention suddenly seems to appear with improbable frequency shortly afterwards Not Invented Here Aversion to contact with or use of products, research, standards, or knowledge developed outside a group. Pessimism Bias The tendency for some people, especially those suffering from depression, to overestimate the likelihood of negative things happening to them. But never mind all that. Behavioural science has identified over 170 cognitive biases that influence our decision-making. Here are 11 of them. 6
  • 7. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR Go for the gut. The central principle to this seemingly complex discipline is actually quite simple 7
  • 8. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 8 Gut feelings are heuris&c shortcuts; paSerns of intui&ve intelligence derived from the en&rety of one’s learned experience. They override thoughts to help us make really complicated decisions, really quickly, all the &me. But how do you know when a decision comes from the gut or the brain? Here’s three ques&ons that can help you understand the nature of of any given decision: What is a gut feeling? A Is the decision a habit? Did the person simplify the decision? Is context influencing the decision? B C Deciding to eat a Frank & Cheese burger will give you the wrong kind of gut feeling. If the answers are: A. No B. No and C. No … congratula&ons!* You’ve iden&fied an instance of purely ra&onal behaviour and logic-based decision making. There’s no need for behavioural science here. Feel free to take a short break before reading on. But if the answers to any of the ques&ons suggest that they are using their gut rather than their brain, no break for you. *Although you might want to double check your answers. Unless you’re researching cartography or how people solve maths problems there’s likely something you’ve overlooked.
  • 9. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 9 “Habits emerge because the brain is constantly looking for ways to save effort.” - Charles Duhigg Author of The Power of Habit: Why We Do What We Do in Life and Business
  • 10. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 10 We all have habits. Some good, some bad. Some weird, some normal. Some are even weird and normal, like mouthing Wed-nes-day phone&cally to help you spell it out. (It’s ok, we all do it.) Habits are efficient. They mean we can do complicated things, like driving a 4,000 lb vehicle for hours on end, and simple things, like buying a box of cereal, all without having to actually think about what we’re doing. Ul&mately, this mental efficiency allows us to breeze through the 35,000 or so decisions it takes to get through an average day without breaking down from mental exhaus&on. Because they aren’t decisions at all, but forms of automa&c behaviour. And as any nail-biter, room-pacer or smartphone-flicker can aSest, it takes far more energy to not do them than it does to keep coas&ng on auto-pilot. So, most of our behaviour is automa&c. Which means conscious thought doesn’t have a role to play in the majority of our decisions. This is great for brands if they are already a part of an exis&ng habit, but a real challenge if they aren’t. This is the habit fairy. He lives inside your brain. What is a habit?A
  • 11. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 11 By understanding how habits work we can design more intui&ve products and crag smarter marke&ng that has a beSer chance changing people’s behaviour. Charles Duhigg’s habit loop provides a framework that lets us look under the hood of these decisions to understand what it is that makes people do what they do. The habit loop consists of three parts: Cue: No cue, no behaviour. All habits are triggered by something - it can be a thought, feeling, image or even a &me of day. But all habits begin somewhere. That somewhere is the cue. Rou;ne: This is the behaviour itself, making this quicker, simpler or more fun helps it to become s&cky. Reward: The reward tells us that the behaviour was a good one we should remember, and over &me ‘locks in’ the habit. You know it’s a habit when the cue immediately creates an&cipa&on for the reward. Cue Routine Reward 1. Charles Duhigg,The Power of Habit, 2013 1 The habit loop
  • 12. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 12 We’ve personally witnessed the importance of the the habit loop when we work with clients who want to create a specific new behaviour amongst their target customers. They will ogen find that people like their brand and believe in it, but that this affec&on and belief isn’t transla&ng into posi&ve behaviours. Which is frustra4ng. Habits are by nature repe&&ve, so we believe the best way to study them is through diary tasks – which help us iden&fy what triggers a behaviour and how it makes people feel. We then use this as a basis for discussion, to understand how each stage of the habit works. This allows us to pinpoint which part of the habit needs to be addressed. We might iden&fy that people don’t even think of using a given product, which is a cue issue, or it didn’t live up to expecta&ons, which would be reward problem. We used this model to help one client re-orient their communica&ons. Whilst they had been hammering home the incredible performance of their product – we discovered that they inadvertently created a cue for use only in extreme situa&ons. Oops! This meant that their customers didn’t even think of using the product except as a last resort …which wasn’t very ogen. Using the habit loop
  • 13. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR Febreeze redesigned their boSle from something plain and cupboard-bound, into something aSrac&ve and counter- worthy, taking it from being largely ignored to something that was always present as a visible cue. Toyota’s glass of water app challenged drivers to drive smoothly and avoid abrupt accelera&on – this increased awareness of fuel-efficiency and reduced petrol consump&on by up to 10% for users. Gamifica&on like this is a common way to create a new reward for a desired behaviour. Starbucks knows how deeply their customers both cherish and rely on their morning coffee rou&ne, so they made the process easier and s&ckier by introducing the Starbucks app, which allows customers to pre-purchase that crucial first cup of joe and go straight to the pick-up line. Cue Routine Reward A few of our favourite habit-y products 13
  • 14. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR What is it that prompts people to use your product? How intui&vely is your brand / product associated with the problem it solves? Is there an obvious moment people should use your product? How does the habit make people feel? Is the reward instant or delayed? How do you communicate the reward? How easy, fun or quick is the behaviour? Can the behaviour be streamlined? Is the behaviour intui&vely learned? Cue Routine Reward What do habits mean for you? First of all - acknowledge that you’re dealing with a habit rather than a ra&onal choice. It’s hard to persuade people out of a habit, it’s far beSer to make the habit easier and s&ckier. Here are some ques&ons to help you on your way: 14
  • 15. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 15 “When faced with a difficult question, we often answer an easier one instead.” - Daniel Kahneman Nobel Prize-winning psychologist and author of Thinking, Fast and Slow
  • 16. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 16 We guess&mate that people spend .05% of a moment considering and weighing the benefits of 99% of the things we buy everyday. Conversely, marketers spend 99% of our &me imagining the non-existent conversa&ons people are having in their minds determining if 10% shinier hair is beSer than 15% stronger strands. They don’t weigh up pros and cons of all the op&ons available before making a judgement or a decision. Instead they use intui&on and emo&on to guide them, subs;tu;ng hard ques;ons that require concentra&on, for easier ques;ons that don’t. Which is the most powerful cleaning product? Which brand feels the most macho? Should I increase my daily fibre consump&on? How ‘regular’ am I? How likely am I to be squashed by an intergalac&c meteor strike? How do we blow up a meteor? Keep it simpleB This metaphorical representation of the human mind lends a certain academic credibility to this insight, don’t you think?
  • 17. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 17 Our infinite cleverness is ogen misdirected towards wri&ng smart benefit statements and compelling RTBs instead of simply sor&ng out the easy ques&on that people want answered. This is a really libera;ng idea once you dig into it. It means that our recommenda&ons aren’t constrained to what people say is important but to what they genuinely find important. It directs our ques&oning and analysis to help us get to the ogen simple ques&ons without crea&ng complicated and unnecessary hierarchies of decision making. Ager all, no one has the &me or inclina&on to think like that anyways. Google faced concerns about the safety of their self-driving cars, so instead of answering ‘how safe are these cars?’ they instead answer ‘how friendly do the cars feel?’ by designing them to look as cheerful as possible. Honda wasn't considered a premium car manufacturer, so instead of persuading people with an answer to ‘how credible is Honda?’ they created the now famous “The Cog” advert that showed an Accord being seamlessly manufactured by a Rube Goldberg machine to answer the ques&on ‘how clever is Honda?’. Better Marketing answers the easy questions
  • 18. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 18 “People are typically unaware of the reasons why they are doing what they are doing, but when asked for a reason, they readily supply one.” - Daniel Gilbert Psychologist at Harvard University and author of Handbook of Social Psychology
  • 19. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 19 Environment – Where we are and what’s happening around us influences how we feel and how we behave in the moment. Social – We are social creatures at heart and tend to copy other people – some&mes unconsciously. Choice – The way a choice is presented to us influences our judgements. In some markets choice overload prevents people from making a choice at all, or choices with a short-term benefits outweigh a greater long-term benefit. Personal – How we feel when making the choice influences what we will do, this ogen differs from how people feel when conduc&ng research. Recognising the importance of context provides lots of useful angles to understand behaviour and inform beSer marke&ng. Everything we sense and interact with can influence our behaviour and impact our decision-making. So too can the other people around us, and the social dynamics at play. Context mattersC
  • 20. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 20 The Tube Some London Underground sta&ons play classical music to discourage an&social behaviour, while some wine shops also play classical music as it encourages people to spend more. Headphones iPods were an extremely popular product, but you may not have no&ced them if they didn’t include their trademark white headphone cables. The headphones served as an immediately recognizable cue, further fuelling the perceived popularity of the device. SocialEnvironment
  • 21. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 21 Coupons JC Penney was known for having great discounts vouchers that made people feel like smart and savvy shoppers. In 2011, the CEO decided to replace this strategy with an ‘everyday low prices’ approach. Sales plummeted. They had removed the very thing that made JC Penney a fun and rewarding place to shop, now it was boring and cheap rather than exci&ng and cheap. The CEO leg soon ager and the voucher deals were reintroduced. Personal Choice Scarcity Chicago’s Doughnut Vault makes some amazing donuts. But they don’t make that many of them, and when they run out they close up shop for the day. This ‘scarcity effect’ makes the donuts seem even more special, so they can charge more, sell more AND go home early. Framing choice with this method naturally influences our percep&on of something’s worth.
  • 22. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR Context: Pub 22 A B C D E A B C D E Market research is ogen conducted in an alien seIng – a place that is nothing like the place where people make their decisions. To get closer to the these decisive moments, The Sound regularly conducts in situ research for our clients. Some&mes* this happens in a pub. Does nau&cal bric-a-brac provide a cue to drink rum or other sailor-friendly spirits? What mental shortcuts do they use when surveying their choices? How are they feeling in this exact moment? Who is this guy and why is he staring at us? Seriously. What in this context is considered socially ‘normal’? *well, more than some&mes to be honest FF Do they use a coaster, and if not, why?
  • 23. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 23 Summary of key points “I think” ≠ what people think Tap into the gut Keep it simple Diary Tasks Context has a huge impact on how we feel and behave in the moment. Context mattersThe Habit Loop We feel first and think second. If we can get the gut to lead, the brain will follow. 95% of our behaviours are habits and they all follow a predictable structure. Let people tell their story in the moment so you can discover their triggers. People do not know why they do stuff. Simplicity leads to fun, quickness and s&ckiness.
  • 24. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 24 It starts with the brief. Be really clear on the behaviour you want to influence and understand how all your marke&ng and research lines up behind that goal. The brief is where we ogen find the tensions in our projects, where the strategy is at odds with the specific behaviour that needs to change. We work with you to plug that gap, to ensure your marke&ng sets out to accomplish the behaviour change goals it is supposed to. Ask be1er ques;ons. Use the models in this presenta&on to create beSer project hypotheses and don’t assume anyone will be able to tell you the answer – many &mes you have to observe or infer it. Answer be1er ques;ons. We know that people don’t make ra&onal judgements, so instead discover how they make non-ra&onal judgements and design for those instead. During research be conscious of the methodology – how natural is the seIng? Look outside of the ‘respondent’ – what else could be influencing behaviour? Ok, so there’s lots of clever stuff – now what do you do with it all?
  • 25. THE SOUNDTHE ART AND SCIENCE OF CHANGING PEOPLE’S BEHAVIOUR 25 “Genuine insight values every understanding, so always contemplate and listen loudly.” - The Sound Smart as f*ck and never boring
  • 26. WWW.THESOUNDHQ.COM 26 V A N C O U V E R | N E W Y O R K | L O N D O N | T O R O N T O | C H I C A G O | M U M B A I W W W . T H E S O U N D H Q . C O M